The Power and Functions of Boards of Directors: A Theoretical Synthesis

dc.contributor.author	. Zald, Mayer N
dc.date.accessioned	2021-03-16T12:07:57Z
dc.date.available	2021-03-16T12:07:57Z
dc.date.issued	1969
dc.identifier.issn	23105496
dc.identifier.uri	http://hdl.handle.net/123456789/4931
dc.description	16p:, ill.	en_US
dc.description.abstract	Many social scientists have assumed that the boards of directors (governing boards) of corporate organizations control their organiza- tions in name only. Others, examining the relationship of American social and business elites to the operation of welfare organizations and elite social clubs conclude that they are controlled by their boards. This contradiction is resolved by a theoretical analysis of the external "detachable" resources, personal characteristics, and strategic con- tingency situations conducive to more or less board power vis-a-vis executives. Bases of board power include control of resources and knowledge about organizational operation. Personal characteristics affecting board members power are social status and sex. Strategic contingencies are events of organizational life cycles, such as mergers, major program and goal changes, and selection of chief executives, conducive to the exercise of board power	en_US
dc.language.iso	en	en_US
dc.publisher	University of Cape Coast	en_US
dc.title	The Power and Functions of Boards of Directors: A Theoretical Synthesis	en_US
dc.type	Article	en_US